Stale Service to Award Winning Experience: Charlotte’s Transformational Journey in MLC

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As manager of one of the largest client contact centres in MLC, Charlotte was well aware of the importance of delivering exceptional service. However, she felt there was something missing—an opportunity to learn this language and professionalise her skills. Despite being in a classic operational business environment where everything was measured, Charlotte lacked the frameworks and understanding to optimise her processes. They lacked fresh thinking and a deep understanding of operational management principles.

Seeking to elevate her team and take their business to the next level, Charlotte was drawn to the COE (Core Operational Excellence) program. She was eager to gain the knowledge, language, and fresh perspectives that the program promised. The goal was clear: inject new life into their operations and embrace the frameworks – teach themselves how to fish!

Before discovering the COE program, Charlotte hadn’t attempted any specific solutions to address their staleness. However, she recognised the need for change and was ready to embark on a transformative journey.

A Team Experience

COE proved to be the missing piece of the puzzle for Charlotte and her team. The program provided her with the theoretical foundation and the “why” behind operational excellence. What truly set COE apart was its experiential approach. Through hands-on activities, Charlotte and her team had the opportunity to try different strategies and quickly adapt when things didn’t go as planned. This practical learning experience was invaluable, allowing them to gain insights and enhance their understanding of the principles and methodologies.

Importantly, COE also emphasised the value of team engagement. Charlotte actively involved her team in the learning process, ensuring they were equipped with the knowledge and skills to contribute to the transformation. Together, they embraced the COE principles and united in their pursuit of operational excellence.

Working On the Business

Charlotte’s key takeaways from the program were profound. She discovered that even in a mature operational area, there is always room for improvement and growth. The COE program provided  the tools, mindset, and fresh perspectives to drive positive change within her organisation.

Although finding time for the program was a challenge, given the demands of leading a large team with numerous operational distractions.  Charlotte organised herself and prioritised focused time to fully immerse herself in the program, understanding the long-term benefits it would bring to her team and the business.

Enduring Rewards

Charlotte wholeheartedly recommends the COE program to those seeking to transform their operational practices. The impact it had on her business was significant, leading them to win a National award from the Customer Service Institute of Australia.   Inspired by her own experience, Charlotte became a mentor, guiding and supporting other program participants, and in turn, further deepening her knowledge.

Even now, more than a decade later, Charlotte continues to refer back to her COE notes. The program’s lasting impact and the valuable insights gained continue to shape her approach to operational excellence.

Are you ready to unlock the potential of your operations and achieve exceptional results? Embrace the COE program and follow in Charlotte’s footsteps. Gain the language, knowledge, and frameworks to propel your business forward and make a lasting impact on your team and customers. Book a call here.

Unlocking Operational Excellence Through Data Driven Decisions & Knowing ‘Why’: Andrew’s Shared Services Journey

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As the Head of People Services at an Australian bank, Andrew had a strong background in process thinking and operational management. However, he faced a significant challenge – his leadership team lacked the same acumen and sometimes struggled to view the business as a series of interconnected processes. This gap in understanding hindered their ability to identify the levers for improvement and make data-driven decisions. Internal customers were left wanting more, and even external providers experienced performance issues. Andrew knew that a change was necessary to elevate their operations management maturity and establish a reputation as a knowledgeable and data-driven shared service function.

Andrew attempted various approaches to solve the problem on his own, but simply telling his team what to do didn’t yield the desired results. The missing piece was the “why” behind the changes he sought to implement.

Accelerating Business Maturity

The COE (Core Operational Excellence) program emerged as the solution to Andrew’s challenges. He and three key leaders from his team embarked on this transformative journey together. The program fostered extensive collaboration, encouraging thought-provoking discussions that allowed them to explore what would work best for their specific context. They developed aligned plans and acquired a shared language for managing processes and understanding the levers that drive performance.

The program enabled his team to accelerate its progress towards achievement of its maturity targets through the delivery of a range of new tools, methodologies and frameworks for running the business more effectively on a day to day basis. Through the progressive application of these insights he laid the foundation for a process led transformation which integrated the customer’s perspective with their process management and eventually improved business outcomes.

Throughout the program, Andrew gained valuable insights and learnings. Despite his experience in process thinking, he discovered that there is always room for improvement and learning. The program’s design accommodated different learning speeds and styles, ensuring that participants could grasp the content effectively. What proved particularly invaluable was having internal customers participate in the program. Their presence allowed Andrew and his team to test their thinking, gather feedback, and refine their approaches. The program’s emphasis on hands-on work helped solidify the learnings and ensure their practical application.

Undoubtedly, Andrew faced some resistance from certain leaders who questioned the necessity and time commitment of the program. However, he made the decision to proceed with the willing participants. As the results began to manifest, other leaders observed the positive outcomes and eagerly joined the journey.

Sustained Impact

Andrew wholeheartedly recommends the COE program to those seeking to unlock operational excellence within their organisations: “A true indication of the success of a program is when the leaders are leading a change of behaviour in the workplace – the operations management program facilitates (with the right leadership) that change occurring in a sustainable manner.  If I could have put all of my leadership through the program I think it would have moved our changes from an evolution to a revolution, within the function”.    It provides practical, hands-on knowledge and application of operations management principles and practices, enabling sustainable improvements and continual business growth. The program’s curriculum empowers experienced leaders to adapt best practices, offering a comprehensive framework for managing and enhancing process performance.  “Anita, as the driving force behind the program, is not only a technically skilled professional but also a values-based leader in the field of operations management.”

Anita’s expertise and dedication have made a lasting impact on Andrew’s journey and the success of the organisation’s operational transformation.

Join the ranks of those who have unlocked their operational potential and witnessed remarkable improvements by embracing the COE program. Your path to operational excellence awaits, guided by Anita’s expert knowledge and the transformative power of the COE approach. Speak to Anita directly by booking a call here.

Unleashing Structure and Success: A Journey from Guesswork to Data-Driven Decision Making in an IT Function

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Luke, the Head of Testing in a large IT function of an Australian bank, faced several challenges within his department before engaging in the COE program. The team lacked structure and a systematic approach to managing their business, despite their strong technical backgrounds in IT.  All this in a rapidly growing function.  This led to a considerable amount of guesswork. The issues they encountered were often fundamental management problems, such as a lack of insightful metrics, undefined processes, and unclear expectations for team members. Luke realised that they needed to find a more sophisticated way of managing their business to regain control in a rapidly evolving business model.

The Learning Solution

In their quest for a solution, they had previously sent team members for process improvement training, but it did not produce the desired outcomes in terms of leadership development. They also explored talent leadership training for their high-potential leaders, but it fell short in developing the specific skills they needed.

Luke found the answer in the COE program. He and his second-in-charge (2IC) enrolled together, allowing them to tackle their operating model transformation on multiple levels. The COE program introduced them to best practice frameworks, such as the ecosystem and the business excellence assessment, which uncovered the gaps responsible for their challenges. This newfound structured approach to workload management and team capability, supported by data-driven insights, brought clarity and common sense to their decision-making process. Their conversations within the team and with external stakeholders became more deliberate and proactive as they focused on managing patterns and trends.

Operational Excellence Meets Agile

Throughout the program, Luke gained key takeaways and valuable learnings. Despite some early scepticism about the applicability of certain concepts to their technology-focused organisation, he soon realised that adaptation was key to success. Embracing this new management approach proved to be initially challenging but ultimately far superior. By analysing data instead of relying solely on anecdotes, Luke and his team were able to dispel numerous myths and make well-informed decisions. They also discovered that this approach perfectly complemented, even improved, their agile operating model.

To fully benefit from the COE program, Luke moved past the belief that their function was ‘special’ or different. Additionally, as an IT function, they lacked many of the metrics commonly found in operational businesses and they decided to develop these metrics themselves rather than accept the status quo.

Luke loved the COE program, particularly for the IT function and subsequently volunteered to speak to other clients about the experience. He considered it a game-changer for their leadership team, enabling them to manage their business more effectively. They also successfully applied the learnings to one of their external service providers, encouraging them to improve their performance. Luke greatly appreciated the expert and independent feedback he received throughout the program, as it challenged his thinking and fostered continuous improvement. If your journey feels like Luke’s, it might be time to get a scorecard on the hard skills gaps in your business. Check out our Leadership Skills Audit here.

Tackling Backlogs with Queuing Theory: A Strategic Approach

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Do you find yourself facing several operational challenges?

Here’s the scenario:

  • Your team’s backlog is growing, even though there doesn’t seem to be an increase in demand.
  • Your team is putting in a lot of effort.
  • You’re consistently missing delivery targets, and cycle times are expanding.
  • Efforts to enhance efficiency are falling flat.
  • Adding more personnel isn’t an option, and even if it were, it wouldn’t happen quickly.

You might hope that these issues will somehow resolve themselves, but what will you do when they recur? What kind of impact does it have on your customers and employees? Where is the breaking point? If you can’t regain control of the situation, the damage to your business could be substantial, and you might lose control over it entirely – not an ideal scenario.

We’re here to help by shedding light on the science of queuing theory, offering practical insights into the factors driving these challenges. While it’s a complex field, we’ll demystify it for you in a straightforward way.

Understanding All Work as a Process

When we view all work as a process (even if it doesn’t resemble a production line), we begin to think about flow. Every process involves an input, a transformation (involving people, systems, or machines), and an output. Our ecosystem comprises numerous processes, each with its unique characteristics.

The Role of Variation

Variation refers to changes or slight differences that are commonplace. For instance, it could involve variations in input volume or quality, team members’ skills, or the process they follow. The impact of variation can vary across different processes and ecosystems – some are more affected than others. However, one thing is clear: if left unmanaged, it significantly impacts your end results, especially in terms of cycle time, turnaround time, or end-to-end time – essentially the same thing.

The Science of Queues

When we talk about queues, we’re referring to the same queues you encounter at the supermarket, in the emergency department, on the phone, or at traffic lights – situations where something or someone is waiting. Queuing theory has given rise to various formulas used to estimate queue times. Instead of delving into the formulas, we’ll provide you with the key takeaways:

Queue times increase when:

  • You have less people available (a rather obvious factor).
  • The time required to complete the work increases, often due to increased complexity.
  • Demand surges, driven by factors like growth or seasonality.
  • Utilisation (i.e., how busy you are) rises. When it approaches 100%, queues can spiral out of control – picture filling a bucket; if you keep pouring water when it’s already full, it overflows, and there’s no capacity to contain it.

Now, here’s the kicker

Queue times increase EXPONENTIALLY with variations in inputs or processes. Think differing motivation levels, demand fluctuations, or varying case complexities.

The impacts are far more severe when operating at higher utilisation levels. We often see organisations striving for efficiency by operating at high utilisation settings, but if there’s a lot of unmanaged variation, it comes at the expense of customer experience.

Conclusion: Strategic Solutions Using Operational Acumen

There are systematic and strategic ways to address queuing theory challenges – either by reducing or managing the sources of variation within your ecosystem. In our Core Operational Excellence program, we teach and coach leaders to do just that in real time.

Revitalisation: From Crisis to Collaboration with QBS

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Before partnering with QBS, a large IT&T company found itself grappling with significant challenges. External consultants were brought in, hoping to “fix” the organisation, but their presence was intrusive and costly. Meanwhile, the leaders were lurching from one problem to the next, without the necessary skills to break free from this cycle. Operational management skills were lacking, leaving the organisation ill-equipped to navigate budget cuts and meet their targets.

Lacking Buy-In

They had previously attempted various solutions, such as process owners and restructures. They embraced big initiatives proposed by consultants, complete with catchy phrases and large central program offices. However, these efforts proved ineffective as they lacked buy-in and local ownership. The internally developed leadership programs fell short, as they focused on soft skills and failed to address the crucial operational management skills required.

Tangible Improvements

QBS stepped in and introduced an approach that started with executives and senior leaders, then middle managers, finally trickled down to emerging leaders and individual contributors through four distinct yet interconnected programs. The language used was approachable, avoiding jargon, and the focus shifted towards practical, localised improvements rather than overwhelming end-to-end initiatives that failed to deliver. Participants found the content refreshing and insightful, granting them a fresh perspective on their work. The immediate application of what they learned, combined with a collaborative approach, brought about tangible improvements in how they managed their functions.  This was operational acumen (OQ) development, with a side serve of EQ.

Participation and Selection

Key takeaways from the experience included the significance of a top-down approach, getting senior leaders actively involved and speaking the same language. The selection process was crucial, ensuring participants had the right mindset for learning and growth. By deliberately holding back demand, curiosity and enthusiasm were cultivated. Some individuals struggled with managing and prioritising their time, highlighting the need for the program. To provide impetus to make it a priority, the company was emphatic that the program was a core business requirement and should be reflected in scorecards rather than dismissed as a mere developmental activity. The qualification obtained at the program’s conclusion became a highly valued personal reward for participants’ efforts.

Widening Impact

Achieving success required reframing the program as operational improvement, shifting away from conventional L&D approaches. Business leaders funded the program, rather than relying on a centralised HR budget. Initially, there was resistance from senior leaders who questioned the program’s applicability to a technology company, but the results spoke for themselves, leaving the sceptics behind. Pushback from leaders seeking centralised initiatives was skillfully addressed by showcasing graduates who passionately advocated for the program’s effectiveness. The program was strategically marketed internally, bringing different business areas onboard to deepen and widen its impact.  It became very clear when you were talking to someone who had been on one of the QBS programs – they had a mindset and language that set them apart.

Changed Mindsets

Over a five year period, QBS facilitated a total of 85 groups spread across four programs and four continents, from executive to the frontline. Survey feedback was outstanding with 100% of COE graduates recommending the program, 100% reporting it had changed their mindset and self-reported financial benefits averaging A$250,000 per annum per COE graduate. 

They wholeheartedly recommend the COE program and QBS due to their expertise and commitment. QBS’s approach stands out by avoiding the need to keep a revolving door of consultants, constantly seeking new projects. Their flexibility allowed the program to be tailored to specific needs. QBS provided invaluable feedback and insights, including connecting participants to each other for sharing similar challenges and successes.

In conclusion, the partnership with QBS led to transformative changes, enabling them to overcome their challenges, develop over 1000 effective leaders, and achieve sustainable operational improvements. Through QBS’s guidance, the organisation discovered the power of collaborative, practical approaches, empowering their teams to thrive in the face of complexity.

Interested in finding out more?  Check out QBS’s programs here

Breaking Free from Learned Helplessness: Empowering Change through QBS’s COE Journey

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Before engaging with QBS, this organisation was struggling to change behaviours and achieve operational and business improvement. It faced a culture that lacked focus on the customer and failed to effectively engage with team members. Additionally, leaders were primarily technical specialists, lacking the necessary skills to drive meaningful change.

Addressing underlying issues

They had previously attempted traditional training programs that focused on standard operational and business improvement tools. However, these efforts fell short of expectations and the client realised that simply providing training did not address the underlying cultural issues or challenge our thinking. It was missing the crucial aspect of double-loop learning, which was essential for driving sustainable change.

QBS, through its Core Operational Excellence (COE) program, provided a transformative solution. Anita, with her unique approach and expertise, introduced what was fondly referred to as “gold dust” into the organisation. The Operational Excellence Leadership Programs she and the QBS team led challenged leaders to reflect on and improve their engagement with their teams, stakeholders, and the overall strategic and practical aspects of their roles. The collaborative workshop discussions and adaptable frameworks offered by QBS enabled leaders to apply their learnings directly within their teams, fostering critical thinking and a continuous improvement mindset. The COE experience was a deep learning journey, following the 70/20/10 learning model.

Cost reductions

Some key takeaways and learnings included substantial improvements in cost reductions, process efficiencies, employee engagement, and customer experience. Although business benefits were not formalised or quantified, the program more than paid for itself which was evident from the feedback provided by participants. The responsibility of funding the program shifted to the business leaders themselves, enhancing accountability and ownership. Regular updates and progress reports were crucial to maintaining momentum and ensuring continued leadership support.

Learned helplessness

Throughout the program, there were some challenges including instances of learned helplessness among individuals.  It became apparent that not everyone had the skills they claimed. COE identified these weaknesses. Implementing real change required significant time and commitment, and some individuals were not willing to invest the necessary effort.

To embark on this transformative journey, robust leadership engagement was required. While the client was accustomed to demanding a return on investment for our expenditure, they consciously avoided setting strict financial targets for the program. They understood the risks of focusing solely on monetary gains and wanted to prioritise the cultural shift. Seeing the effective cultural transformation became the measure of success, with the benefits naturally flowing.  Operational acumen was leading to operational excellence and all its benefits!

Honest, clear and holistic-thinking facilitators 

“Anita is a one of the most honest, clear and holistic-thinking facilitators of change in her field. She is a rare find and a gem. I’d work with her again in a heartbeat as I know she would bring thought-leadership and professional dedication to whatever is assigned.” says Jen.

The true beauty of COE emerges when multiple layers of management and teams speak the same language and strive towards common objectives. This alignment brings about a significant step change in mindset and outcomes. With nearly 500 COE graduates, many have gone on to achieve remarkable things, and the executives still reflect on the invaluable lessons they learned years later.

To find out more about QBS’s programs ranging from one hour masterclasses through to multi-day university recognised programs, visit the QBS Programs page.

Overcoming Management Hurdles: From Fixing Points to Managing Patterns for Operational Success with QBS’s Competency-Based Program

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Janet Robinson (client) – Testimonial

Before engaging with QBS, our organisation had been grappling with process improvement efforts that were arduous and lacking in results. Projects often encountered roadblocks, got stuck, or were ultimately canceled. As we delved deeper into these projects, we discovered that the issues we were facing were fundamental management problems. Our team members lacked the necessary training, processes were undefined or undocumented, and expectations were unclear. We were tackling these challenges in isolation, without a comprehensive approach. Furthermore, many of our leaders lacked a basic understanding of process thinking.

Our primary goal was to enhance our leaders’ operations management skills, enabling us to efficiently address the issues we were encountering and ensure proper management of their teams.

Already tried many programs

In our quest to solve these challenges, we had implemented various leadership training programs. However, these programs did not cover the specific areas we needed to address, nor did they adopt the 70/20/10 approach, which emphasises real-life application. We also experimented with lean six sigma training, but it remained narrowly focused on solving specific problems rather than equipping leaders to effectively run their teams and solve systemic issues.

QBS worked with us to provide a competency-based program solution, which required our leaders to demonstrate the application of their learnings. The program underwent a pilot phase and was subsequently rolled out on a broader scale.  QBS subsequently worked with us to introduce two further programs—one tailored for our senior leaders who were feeling left out and another for our lower-level team leaders.

70/20/10 approach

Some key takeaways and learnings we gained from the program included the effectiveness of the 70/20/10 approach and the significance of leadership support, reporting, and participant accountability. Integrating program participation into individual development plans (IDPs) and scorecards ensured a higher level of commitment. We also realised that central funding, while convenient, could lead to reduced accountability as it was not directly tied to individual budgets. Selecting the right participants was crucial, not merely choosing individuals based on availability or their desire for a qualification. It was important to identify individuals in suitably sised roles, especially at the program’s inception. Additionally, we discovered that the impacts of the program were amplified when peers and colleagues participated together. Overcoming the misconception that operational management did not apply to certain individuals was also a challenge we had to address.

Complementary fit

To embark on this transformative journey, we had to secure funding and demonstrate the program’s benefits to ensure continued support. Initially, we did not involve the Learning and Development (L&D) teams, as the program was business-funded. Eventually, the program transitioned to L&D, and there was some work to do regarding its positioning among other soft skills leadership programs.  They were completely complementary.

Remarkable blend of skills

Over 10 years, we had 68 groups from all over the business do the core program leading to 470 graduates – it was our longest, continuously running leadership program. We celebrated our graduates at formal recognition ceremonies – the confidence and pride observed in our graduates was immense, as were the accolades from their leaders.  We confidently observed an average of $120,000 annual benefit per graduate.   I wholeheartedly recommend QBS due to their dependability, skilfulness with relating the concepts to any functional area and their ability to deliver results. They possess a remarkable blend of operational management expertise, insight and L&D capability, enabling them to design and deliver high-impact programs that drive meaningful change within organisations.

Are you ready to evaluate the operational acumen in your leaders?   Download our free Leadership Skills Audit now.

Core Operational Excellence - Leadership Training Program with QBS, MelbourneQuality Business Services

Leveraging the 70/20/10 Learning Model for Organisational Success: QBS’s Proven Approach

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The world of professional development is evolving, and in the heart of this change lies the transformative 70/20/10 learning model. As more businesses appreciate the impact of continued learning on their success, this framework is rapidly becoming the cornerstone of effective training programs. At QBS, we’ve adopted this dynamic model to craft training experiences that not only equip participants with knowledge but also mould them into efficient, forward-thinking leaders. We do this by leveraging the 70/20/10 learning model in our Core Operational Excellence and Introductory Operational Excellence leadership programs

The Learning Model Revolutionising Business Training

At its core, the 70/20/10 model is a blend of experiential, social, and formal learning. It proposes that 70% of knowledge comes from on-the-job experiences, 20% from interactions with others, and 10% from formal educational events. This strategy reflects how we naturally learn and allows learners to integrate new knowledge with their personal experiences. Whether it’s a critical decision at work or a stimulating conversation with a colleague, the 70/20/10 model considers every interaction a learning opportunity.

Empowering Individuals and Organisations: The Wide-Ranging Benefits of the 70/20/10 Model

The 70/20/10 model, when used correctly, has a multitude of benefits:

Personal Growth and Career Advancement

Through the 70/20/10 model, individuals experience holistic development. They cultivate critical thinking and problem-solving skills via experiential learning, enhance their communication and interpersonal abilities through social interactions, and expand their knowledge base via formal education. This multifaceted approach fosters well-rounded professionals ready to lead in the modern business landscape.

Propelling Organisational Success

For Australian organisations, this model is a blueprint for cultivating a robust learning culture. By focusing on real-world experiences and peer interactions, it boosts team collaboration, enhances adaptability, and promotes innovation. In essence, the 70/20/10 model helps businesses build a workforce capable of steering the organisation towards enduring success.

Graduates of the Core Operational Excellence program by QBS which leverages the 70/20/10 learning model for organisational success.

Graduates of the Core Operational Excellence program by QBS which leverages the 70/20/10 learning model for organisational success.

QBS’s Take on the 70/20/10 Model: An Approach Tailored for Transformation

At QBS, we’ve refined the 70/20/10 model to align with our commitment to fostering proactive and disciplined leaders. Our programs begin with logically sequenced workshops – providing the formal education (10%). Each is followed by focused on-the-job application with peer and coach interactions (70% and 20% respectively). This structure ensures that our learners not only understand the principles of operational excellence but they are applying them in their real-world context.

To further bolster this learning, we provide individual coaching and feedback. This ongoing support helps learners consolidate their knowledge, enhance their skills, and progress confidently towards their leadership goals.

Embrace the Future of Learning with the 70/20/10 Model

The 70/20/10 model is more than a learning framework—it’s a strategy for personal growth and organisational success. By aligning learning with our natural cognitive processes, it ensures knowledge retention, skill development, and the cultivation of innovative, proactive leaders.

At QBS, we’ve witnessed the transformative power of this model firsthand. We invite you to experience this dynamic learning approach, revolutionise your leadership development, and propel your organisation towards new horizons of success.

Join QBS’s Leadership Revolution Today

If you’re ready to experience the game-changing impact of the 70/20/10 model, it’s time to explore QBS’s range of programs for developing operational acumen. Your journey to leadership excellence begins with QBS!

Explore Our Programs

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Nose in, Fingers Out: Liberating Leaders from Micromanagement

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Unleash Your Leadership Potential and Embrace Operational Excellence.

Imagine a workplace where leaders trust their teams, focus on strategic goals, and anticipate and prevent issues before they even arise. A place where employees are empowered, engaged, and motivated to deliver their best. Sounds like a dream, right? Well, it’s time to turn that dream into a reality.

Micromanagement has long been the bane of effective leadership. It stifles innovation, demoralises employees, and hampers growth. I want to explore the transformative power of liberating leaders from the micromanagement trap. Say goodbye to the shackles of control and hello to a new era of leadership excellence.

Breaking Free from the Micromanagement Trap

A few years ago, I had a fascinating exchange with an experienced leader who managed multiple teams. We discussed the amount of time he spent working in the here and now—responding to urgent questions and customer issues. His estimate? A staggering 90%, which he thought was good because he was being customer focused!

But let’s challenge this notion. Who is responsible for ensuring teams have the processes in place to meet customer needs without issues or complaints? By focusing on prevention rather than firefighting, leaders can truly be customer-focused. It’s time to ask the customer what they value most—fixing issues or preventing them?

Shifting Mindsets and Embracing Operational Excellence

To break free from the micromanagement trap, leaders need to shift their focus from working in the business to working on the business. This means empowering, delegating, and trusting their teams—asking good questions, not being the single point dependency. Essential steps toward improving employee engagement.

Instead of reacting to individual problems, leaders should manage the patterns and study repeat issues to learn from them. This is where analytical and systems thinking come into play—a fundamental aspect of business improvement. It’s time to stop blaming individuals for poor performance – they did not design the ecosystem! With the right mindset and skills, leaders can anticipate and prevent issues by working on the ecosystem, ultimately improving customer satisfaction.  They are applying operational acumen which will lead to operational excellence.

Embracing Discomfort and Learning from Mistakes

Change is uncomfortable, but it’s necessary for growth. The best learning comes through hands-on experience, making mistakes, and reflecting on them to make adjustments for the future. Even when things go right, reflecting on why they worked is also a valuable learning opportunity.

Leaders must trust their teams, ask better questions, and let go of day-to-day control. It’s time for leaders to have their noses in the business, shaping the future and asking great questions, while keeping their fingers out of the day to day minutia. This shift will unleash the full potential of both leaders and their teams.

Leaders of the world, it’s time to unleash your inner maverick and break free from the micromanagement trap. By shifting perspectives, embracing operational excellence, and building a culture of trust and empowerment, you’ll embark on a journey of transformation that leads to enhanced customer satisfaction and business success. Embrace discomfort, learn from mistakes, and watch as your leaders thrive, turning KPIs around and shaping a brighter future.  Ask great questions but don’t do their job for them!

To kickstart your journey towards leadership liberation, we have a special tool just for you. Download our exclusive Leadership Skills Audit and assess your team’s current leadership capability from an operational acumen perspective. Discover areas for growth and opportunities to enhance their leadership effectiveness. This powerful resource will guide you in unlocking your team’s full potential as leaders.

Download the Leadership Skills Audit and let’s get you liberating some leaders!

 

Evolving Leadership Styles: Adapting to the Future of Work - Quality Business ServicesQuality Business Services

Evolving Leadership Styles: Adapting to the Future of Work

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In today’s business landscape, leadership styles can no longer afford to remain static. Conventional, one-size-fits-all leadership techniques are being replaced by more nuanced, adaptable approaches. The catalyst behind this shift? The recognition of the necessity to align leadership styles with the changing demands of the modern workforce, technological advancements, global competitiveness, and diverse work environments. Here, we explore how leadership styles are evolving and how these changes can lead the way towards a successful, future-ready organisation.

The Need for Adaptation

As we steer into the future of work, businesses face challenges characterised by rapid technological advancements, shifting work environments, diverse employee needs, and increasing global competitiveness. It’s evident that the conventional, one-size-fits-all leadership style is fading into obsolescence. Now, more than ever, leaders need to adapt and evolve, embracing the diversity and dynamism that defines the modern workforce.

The Shift to Core Operational Excellence

Core Operational Excellence is not just a program—it’s an approach that builds operational acumen (OQ) whilst further enhancing emotional intelligence (EQ). The program emphasises essential yet often overlooked aspects of leadership such as business planning, demand forecasting, capacity management, analytical thinking, process improvement, and data-based decision making. These skills are pivotal in steering organisations towards success in the face of contemporary challenges.

Developing Proactive Leaders

A key aspect of Core Operational Excellence lies in the development of proactive leaders. As opposed to the traditional reactive approach, being proactive involves anticipating changes, challenges, and opportunities in the business environment. This foresight allows leaders to devise strategic plans and solutions, fostering a culture of preparedness and resilience within the organisation.

Fostering Analytical and Critical Thinking

The program places a high premium on analytical and critical thinking skills, equipping leaders to analyse situations, see connections and relationships, anticipate impacts, make data-based decisions, and solve problems effectively. By fostering a culture of analytical and critical thinking, leaders can encourage their teams to approach challenges with a solutions-oriented mindset, driving innovation and continuous improvement.

Structured and Methodical Approach to Management

In the realm of modern leadership, a structured and methodical approach is indispensable. This involves meticulous planning, organising, and implementing processes—all geared towards achieving organisational goals. Through Core Operational Excellence, leaders learn to manage their teams, processes, and people effectively, contributing to a harmonious and productive work environment.

Empowering Teams for Improved Business Outcomes

Last but not least, Core Operational Excellence harnesses techniques that engage and empower teams to improve business outcomes. A well-equipped and motivated team is the backbone of any successful business, and this program is designed to transform leaders into catalysts who inspire and develop their teams to achieve operational excellence.

Take the Next Step Towards Leadership Evolution

The future of work calls for evolved leaders who can navigate change and drive progress. Our programs at Quality Business Services are designed to equip leaders with these crucial skills, providing a strong foundation for success in a dynamic business landscape.

Curious about how you or your team can adapt your leadership style for the future of work? Learn more about our Core Operational Excellence program and other offerings. Discover how we can help you cultivate proactive leadership, foster critical thinking, and empower teams to achieve outstanding business outcomes.

Explore Our Programs

Embrace change. Evolve your leadership style. Build a future-ready organisation with Quality Business Services.